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    IRWIN GROSS

    The Value of a Solid Patient Blood Management Program throughout the COVID-19 Pandemic

    Global Impact: Rebecca Rock, RN and SABM CFO talks with HPI about two roles across two countries

    From Lab Trend Visionary to Dark Group CEO: HPI connects with the Founder and Editor of the Dark Report, Robert Michel

    Two Imaging Leaders, Two Systems, One Outcome: Communication

    From Communication Strength to Just in Time Reopening at MGH A conversation with Dr. James Brink, Chief of Radiology at Massachusetts General Hospital

    From Time Magazine to PBM Influencer: Sherri Ozawa's Mission to Define the Value of Blood

    Buried Blessings: Pandemic perspective from Tom Strauss, CEO at Sisters of Charity Health System

    Katie Castree, Career Healthcare Process Improvement Connoisseur

    Solving Lab Challenges through Recruiting Innovation: HPI connects with Lighthouse Lab Services President, Jon Harol

    Providing Value-Based Care in a Pandemic through Telehealth and Data Resources: An HPI exclusive with Dr. Darrel Weaver

    From Supply Chain Crisis to Innovation in a Pandemic

    From Navy Medic to running a Clinical Laboratory . . . during a pandemic

    Planning for Blood Shortages in a Pandemic with Dr. Claudia Cohn

    Blood Banking is more complex today than ever before. Rob Van Tuyle, President of Vitalant's Blood Division, tells us why.

    Profoundly Impacting Healthcare with Breakthrough Anemia Management

    Supporting Imaging Precisely Where You Need It

    Working Together Makes End of Life Conversations Easier to Have

    The Future of Imaging: Assessing the early impacts of COVID-19 and the path to innovation through Artificial Intelligence (AI) A conversation with Dr. Geoff Rubin

    Pivoting in a Pandemic: How a U.S. 3D printing manufacturer is helping healthcare in its time of need

    Mara G. Aspinall: Diagnostic evangelist educating the world on the power of diagnostics today

    How The Joint Commission is addressing the COVID-19 Pandemic

    CHI Nebraska’s Laboratory Director Connie Wilkins, describes How To Manage a Clinical Laboratory During the pandemic

    Former Commercial Lab Leader Highlights the Hospital Lab as the Solution to Community Sustainability in a Healthcare Crisis

    Three Phases Essential to Crisis Preparedness in Patient Blood Management with Anne Burkey of St. Luke's Health in Boise, ID

    The Importance of Agility in Your Lab

    Dr. Paul Biddinger Shares Three Ways to Prepare for COVID-19

    Bringing Clinical Skills to Operational Leadership During a Time of Crisis; Dr. Blanton, Chief Medical Officer at Peterson Health

    7 Team Attributes to Teams that Work in Challenging Times & Through Rapid Innovation

    From Finding Problems to Saving Lives: The Evolution of Interventional Radiology

    Identifying the Potential with AI in Radiology with Dr. Chung

    Communication in the C-Suite with Cliff Robertson of Catholic Health Initiatives

    Reviewing Your Patient Financial Journey with Melody W. Mulaik, President of Revenue Cycle Coding Strategies

    Ask An Accumen Expert: Carolyn Burns, MD, a Patient Blood Management Advocate

    Linda DeVee, Leads Radiology Services at Edward-Elmhurst Health

    Theresa Mouton, Market Chief Financial Officer with Steward Health

    PELITAS President and CEO Steven Huddleston Wants Patients to Have a Great Experience – Both Clinically and Financially

    How Do You Deal with 2 Billion Forms a Year? Ask Randy Campbell

    Medical Director of Telehealth for UAB Knocks Barriers Down to Treat Patients on Their Terms

    C-Suite Spotlight: Wayne Bohenek Chief Ancillary Services Officer, Bon Secours Mercy Health

    A Leader in the Laboratory Service Line : Pierre Mouawad

    Healthcare Partner: Autumn Farmer, Chief Laboratory Officer, Bon Secours Mercy Health

    How Imbio is using AI to close the gap of missed diagnosis with Mike Hostetler

    Spit Matters with Bill Phillips from Spectrum Solutions

    How COVID-19 inspired TeraRecon to accelerate their imaging solutions to the point of care with Jeff Sorensen

    Patient Blood Management (PBM) programs have become best practice across many hospitals and health systems over the last 30 years. Those who have empowered an identified clinical champion and built an infrastructure for change management are best prepared for disruptions in the supply chain, including blood and blood components and medications to treat anemia and limit bleeding that may occur. In the case of the COVID-19 crisis today, all these disruptions are potentially occurring at the same time.

    The conditions and strategies that defined success for established PBM programs before the crisis, can now help inform new or developing programs on the most effective strategies to preserve and protect the blood supply and advance patient care during the challenge of the current pandemic.

      • 1940

        National Blood Collection Program Established

        Blood Transfusion become a critical factor in treating soldiers in WWII

     
      • 1970

        Move to All-Volunteer Blood System

        In response to widespread transmission of disease, especially hepatitis, from donated blood, a move toward an all-volunteer, rather than paid blood donor system was made.

     
      • 1982

        First documented case of HIV transmission from transfusion

         
     
      • 1990

        Patient Blood Management Programs Established

        After increased research and clinical data, patient blood management programs, first called blood conservation programs or bloodless medicine and surgery programs are established to minimize transfusions and improve patient outcomes.

     
    • 2005

      Term “Patient Blood Management” first used

      By Professor James Isbister (Australian Hematologist)

     

    Next, establishing a pandemic-ready Patient Blood Management Program.

    In 2005, Dr. Irwin Gross, a nationally recognized expert and published author in patient blood management and transfusion safety, established the PBM program at Eastern Maine Medical Center, where he was formerly Director of Laboratories and Chief of Pathology. He emphasizes two  critical factors in establishing an effective patient-centered PBM program, improving patient outcomes, while minimizing dependence on donated blood.

    “Change only happens within hospital systems when you have executive and clinical leadership committed to fostering a culture of adaptive change, and clinical champions committed to excellence in patient care.” This combination consistently generates the interest and momentum needed to establish an effective Patient Blood Management Program.

    Focus on Conditions Generating Success in PBM Today

    Changing clinical protocols and physician practices is challenging. Adoption of best practices at the bedside can take many years. The primary drivers for change in physician practices seen in PBM programs today are three-fold:

    Dissemination of Best Practice Research Data

    Over the last 10 to 15 years, the volume and depth of scientific information available regarding the risks and benefits of transfusion, and the superior clinical outcomes that are achieved by implementing the clinical practice of patient blood management, has increased at a rapid pace.  This research has established PBM as the new standard of care, demonstrating the clinical and economic benefits of a robust and comprehensive PBM program. 

    Accurate Collection of Physician-Specific Transfusion Data

    Accurate physician-specific transfusion data demonstrates to practicing physicians the variation of practice between physicians caring for the same patient population. Combined with research data showing best practice, the ability to compare one’s transfusion practice with one’s peers is a powerful driver for change. Some would argue it is THE driver for change.

    Processes and Resources to Bridge Current Practice to Best Practice

    Busy hospitals and physicians with limited resources and competing priorities, can be slow to change even when there is a recognized need. Providing proven protocols and education to bridge the practice gap can markedly accelerate the transition to best practice. Resources from industry leaders supporting and driving innovation in blood management are critical to program strength, such as SABM.org and IFPBM.org.

    Maintain an Ever-Improving Mindset

    As Patient Blood Management programs optimize patient outcomes, the importance of focusing on the data and evolving best practices is critical. A return to past practices is a common occurrence after initial implementation is complete, particularly with a large medical staff as new physicians and nurses replace staff that have left. Keeping the core Patient Blood Management benchmark numbers visible, processes accessible and education on-going, is essential for long-term success.

    With a comprehensive PBM program, hospitals can minimize disruption in core services such as routine and even elective surgery that might arise because of disruption or shortages in the blood supply that may occur during a pandemic. PBM solutions will help facilitate the ability of healthcare systems to maintain or resume full care of our patient population.

     

    CHANGE HAPPENS WITHIN HOSPITAL SYSTEMS WHEN YOU HAVE LEADERSHIP COMMITTED TO FOSTERING A CULTURE OF ADAPTIVE CHANGE AND CLINICAL CHAMPIONS COMMITTED TO EXCELLENCE IN PATIENT CARE.

    – DR. IRWIN GROSS

     
    IRWIN GROSS

    IRWIN GROSS

    Senior Medical Director at Accumen Inc